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This study aims to describe and analyze the factors that influence employee job satisfaction at PT Trans Jaya Papua by employing a qualitative descriptive method supported by observation and semi-structured interviews with 12 employees across different departments. The findings reveal that job satisfaction arises from a combination of internal and external factors that interact to shape employees’ overall perceptions of their work. Internal factors consist of individual attitudes, motivation, and the quality of interpersonal relationships, all of which determine how employees respond to daily tasks and workplace dynamics. External factors include leadership style, salary, work environment, and organizational support, each playing a crucial role in shaping employees’ sense of stability and fairness. The results highlight that positive work attitudes and effective communication are the most dominant contributors to employee satisfaction, strengthened by adequate compensation and supportive supervision from leaders. The study concludes that job satisfaction can be further improved through transparent communication, equitable reward systems, and consistent leadership involvement in employee development. These findings provide practical implications for management, particularly in formulating more responsive human resource strategies aimed at enhancing employee performance and organizational effectiveness.

This study aims to analyze the significant role of leadership, motivation, work discipline, and compensation in improving employee performance at PT Kereta Api Indonesia (Persero) Daop IV Semarang. This research adopts a quantitative associative approach, providing a clear understanding of the key factors that influence employee performance. Data were collected through a Likert-scale questionnaire, which was distributed to 80 respondents who are permanent employees of Daop IV Semarang. The data analysis was carried out using SPSS version 26, which included validity and reliability tests, as well as multiple linear regression, t-test, F-test, and the coefficient of determination (R²). The results reveal that leadership, motivation, work discipline, and compensation all have a positive and significant impact on employee performance. Among these variables, motivation was found to be the most dominant factor influencing performance. This finding suggests that fostering higher motivation and effective leadership can significantly enhance employee performance. This research provides practical implications for PT KAI management to enhance productivity through strengthening discipline culture, implementing fair compensation systems, and promoting participative leadership styles.

An organization's inability to build employee loyalty amidst competitive business pressures can have a direct impact on productivity, operational efficiency, and the retention of key talent. This study aims to analyze the role of job satisfaction as a key mediator in increasing employee loyalty at PT. Dua Kelinci. This study used a quantitative approach with a survey method by distributing questionnaires to a total of 190 active employees of PT. Dua Kelinci. Data were analyzed using Structural Equation Modeling based on Partial Least Squares (SEM-PLS). The results showed that Motivation, job stress, and job satisfaction were proven to have a significant effect on employee loyalty, while the work environment, workload, and work rewards did not have a significant direct effect. However, the job satisfaction variable was able to significantly mediate the relationship between Motivation, job stress, work environment, and workload on employee loyalty, but did not significantly influence employee loyalty through job satisfaction. These findings confirm that job satisfaction is not only the result of good working conditions, but also a key factor in building and strengthening employee loyalty indirectly. Practically, this study provides an important contribution to companies in designing strategies to increase employee loyalty. Theoretically, this study enriches the literature on mediation mechanisms in employee behavior models, particularly in the context of the manufacturing industry.

This research is a case study describing the implementation of spirituality in financial management at the Wairklau Congregation Monastery of PIJ Maumere. The objective is to evaluate the application of the values of simplicity, transparency, and responsibility in financial management. The research utilized qualitative methods with an ethnographic approach, incorporating interviews, observations, and document reviews. The findings show that spirituality in financial management is effectively implemented in accordance with the established guidelines. Managers carry out their duties as a form of service, without expecting compensation, demonstrating a strong sense of spiritual commitment. One of the main challenges identified is maintaining effective communication within the team. This emphasizes the significance of managers who internalize spiritual values, enabling them to serve with integrity, responsibility, and accountability. Furthermore, it highlights the role of spirituality in fostering ethical behavior in financial practices. This research underscores the need for ongoing training and internalization of these values to enhance financial management effectiveness in religious institutions.

This research aims to analyze the partial and simultaneous influence of Leadership (X₁), Work Motivation (X₂), Compensation (X₃), and Work Environment (X₄) on Employee Performance (Y) at PT. Kalisari Putra Semarang, a company in the transportation sector. Using a quantitative associative method, data were collected from a census of 85 permanent employees (N=85) through questionnaires and analyzed using multiple linear regression (SPSS). The results confirmed that all four independent variables significantly and positively influence employee performance (all tₕᵢᵗᵘⁿg > tₜₐᵦᵉᵡ 1.66). Leadership (X₁) was found to be the most dominant factor, with the highest regression coefficient (β = 0.373), followed by Compensation (β = 0.182), Work Environment (β = 0.145), and Work Motivation (β = 0.110). The model demonstrated a strong explanatory power, with the Coefficient of Determination (R²) reaching 0.898, indicating that 89.80% of the variation in employee performance is explained by these factors. The main managerial implication is that improving leadership quality and competency is the most critical factor for maximizing employee performance in this company.

The construction of toll roads in Indonesia often causes land acquisition disputes, especially related to compensation for remaining land that is no longer productive. Although Article 65A paragraph (1) of Government Regulation No. 39 of 2023 provides the right for the community to demand compensation for the remaining land, practice on the ground shows a discrepancy between normative rights and the realization of compensation. This research uses a normative legal approach with legislative, conceptual, analytical, and case study methods, and refers to Dean G. Pruitt's Dispute Resolution Theory and Philipus M. Hadjon's Legal Protection Theory. The results of the study show that the non-litigation resolution mechanism (problem solving) is often ineffective due to the lack of education and facilitation from the authorities, so that people tend to take the path of litigation (contending) to fight for their rights. This condition reflects the weak legal protection for people affected by national strategic projects. Therefore, it is necessary to strengthen legal education for the community and revise Government Regulation No. 39 of 2023 to include compensation for the remaining land that has lost its use value. This revision is important to ensure substantive justice and prevent the escalation of disputes. This research contributes to the development of a more responsive and equitable land acquisition policy, as well as encourages synergy between regulations, education, and effective dispute resolution mechanisms in the context of national infrastructure development.

Employee performance is a key factor in the operational success of a business, including at Kalenan Cafe & Resto Sawahan Nganjuk, which is growing in the culinary sector. The low performance of some employees is suspected to be influenced by suboptimal leadership styles and a compensation system that is not transparent and fair. This study aims to examine the effect of leadership style on employee performance; the effect of compensation on employee performance; and the simultaneous effect of leadership style and compensation on employee performance. The study employed a quantitative survey approach with 65 employees selected using simple random sampling. Data were collected through questionnaires and documentation related to performance, leadership, and compensation, and analyzed using multiple linear regression. The results indicate that leadership style has a positive and significant effect on employee performance, while compensation has a negative yet significant effect. Simultaneously, leadership style and compensation significantly influence performance. Therefore, implementing a participative leadership style that supports two-way communication and a fair compensation system is essential to enhance employee motivation and performance, as well as to create a productive, harmonious work environment that supports business growth.

This study explores key antecedents of turnover intention among employees in the warehouse industry, with a focus on workload, work stress, and job satisfaction. Conducted at CV. Sejati Pati, the research involved 102 respondents selected using a saturated sampling technique. The study applied a quantitative approach, using a structured questionnaire with a five-point Likert scale. Data were analyzed through multiple linear regression using IBM SPSS 27, including classical assumption tests such as normality, multicollinearity, and heteroscedasticity. The results showed that workload and work stress have a positive and significant effect on turnover intention, while job satisfaction has a negative and significant effect. In contrast, compensation and work environment were found to be statistically insignificant. Simultaneously, all variables jointly contribute to explaining 64.9% of the variation in turnover intention. These findings underscore the critical role of managing job demands and psychological pressure while enhancing employee satisfaction to reduce the likelihood of resignation. The research provides empirical insights for human resource management in high-pressure sectors, particularly warehouses, where operational continuity and labor stability are crucial. It also offers practical implications for developing targeted strategies to improve employee retention and foster a more resilient workforce in logistics operations.

This qualitative literature review investigates the dynamics of risk sharing and performance-based compensation (PBC) in professional workplaces, aiming to bridge the gap between theoretical frameworks and practical applications. By analyzing existing literature, the review reveals that PBC can effectively align employee incentives with organizational goals, enhancing performance and commitment. However, the success of these systems hinges on various factors, including transparent evaluation processes, equitable risk distribution, and the relevance of performance metrics. The findings highlight that while risk-sharing models can drive long-term engagement, they may also expose employees to financial uncertainties, particularly in volatile industries. Moreover, perceptions of fairness and equity in compensation structures play a crucial role in influencing employee motivation and satisfaction. The review emphasizes the necessity for organizations to carefully design PBC systems that consider industry-specific characteristics and employee preferences to mitigate potential adverse effects. Overall, this research contributes to a deeper understanding of the complexities surrounding PBC and risk sharing, paving the way for future studies to explore their implications in diverse contexts.

Penelitian ini dimaksudkan untuk mengkaji pengaruh kompensasi finansial, kepuasan kerja, dan work-life balance terhadap loyalitas karyawan yang berasal dari Generasi Z. Latar belakang dari penelitian ini didasari oleh meningkatnya tingkat mobilitas kerja pada kelompok Generasi Z, yang menciptakan tatantangan sendiri bagi perusahaan dalam mempertahankan tenaga kerja muda yang memiliki potensi tinggi. Penelitian ini menerapkan pendekatan kuantitatif dengan menggunakan metode survei yang melibatkan 80 responden dari kalangan Generasi Z yang bekerja di sektor manufaktur. Pengolahan data dilakukan dengan bantuan SPSS versi 22, dengan menggunakan sejumlah tahapan pengujian yang mencakup pengujian validitas dan reliabilitas, pengujian asumsi klasik, serta analisis regresi linier berganda. Analisis yang dilakukan dalam penelitian ini mengungkapkan bahwa ketiga variabel independen, yaitu kompensasi finansial, kepuasan kerja, dan work-life balance secara signifikan berpengaruh terhadap loyalitas karyawan, baik secara parsial maupun simultan. Temuan ini menegaskan bahwa upaya untuk menciptakan keseimbangan yang optimal antara kehidupan profesional dan personal berperan sebagai aspek strategis yang berkontribusi secara signifikan terhadap peningkatan loyalitas karywan di lingkungan kerja.  Penelitian ini memberikan implikasi bahwa perusahaan perlu lebih memperhatikan aspek work life balance dalam strategi manajemen sumber daya manusia untuk mendorong retensi dan komitmen karyawan.  

Hubungan antara budaya organisasi, kepuasan kerja dan kompensasi finansial terhadap kinerja karyawan PT Kereta Api Indonesia (Persero) Daop 3 Cirebon adalah subjek penelitian ini. Pendekatan kuantitatif diterapkan dalam penelitian ini, dengan menggunakan analisis regresi berganda yang diolah melalui perangkat lunak SPSS versi 26. Penelitian ini melibatkan sampel sebanyak 111 orang yang terpilih secara acak dari 153 orang populasi dalam penelitian. Budaya organisasi dan kepuasan kerja memberikan pengaruh signifikan terhadap kinerja karyawan. Budaya organisasi yang kuat juga kepuasan kerja yang tinggi dapat menciptakan lingkungan kerja menjadi menyenangkan, menambah motivasi, kesetiaan, dan produktivitas karyawan. Kompensasi finansial, di sisi lain, memiliki dampak yang tidak signifikan dan bahkan mungkin berkorelasi negatif dengan kinerja karyawan. Ini menunjukkan bahwa ketidaksesuaian antara kompensasi yang diharapkan dan apa yang sebenarnya terjadi dapat mengurangi keinginan untuk bekerja. Oleh karena itu, meningkatkan kinerja karyawan hanya dapat dicapai dengan meningkatkan budaya organisasi dan memastikan bahwa karyawan tetap puas dengan pekerjaan mereka daripada hanya mengandalkan kompensasi.

Qanun of Banda Aceh City Number 4 of 2022 emphasizes that the Tirta Daroy Regional Public Company of Drinking Water aims to provide fair and sustainable drinking water services. The legal relationship between the customer and the company is regulated through the Decree of the Board of Directors PEG Number. III/10/PDAM/2020. However, there are still many customers who are in default in the form of late payments that cause losses to the company and are contrary to Article 1243 of the Civil Code regarding the obligation of debtors to compensate for losses due to negligence. This study aims to analyze the default settings in the customer connection agreement at  the Tirta Taroy Regional Public Drinking Water Company  , identify the factors causing defaults, and explain the form of applying civil sanctions to customers who commit defaults. This study uses an empirical juridical method with qualitative descriptive analysis based on legal and field data. The results of the study show that the most dominant forms of default in customers of the Tirta Daroy Regional Drinking Water Public Company are late and arrears of payments, not paying at all and misuse of water connections. The main causative factors include economic conditions, administrative negligence, and intentional elements. Legally, this default causes financial losses and disrupts the sustainability of public services. Sanctions are applied in stages through notices, warnings, summonses, to fines, compensation, or disconnection. The Tirta Daroy Regional Public Company is advised to follow up on customer complaints, improve the billing system, adjust the sanction clause proportionately, and increase legal awareness through socialization.

Tax is a mandatory contribution to the state owed by individuals or entities, which is mandatory under the law, without receiving any direct compensation and is used for state purposes for the greatest prosperity of the people. (KUP Law). The Taxation System (Coretax), which became operational in 2025, with all its news aspects, has attracted much public attention, especially from businesses and individuals, regarding developments in tax reporting, procedures, and regulations in Indonesia. The public is required to understand tax equalization and related aspects, as it can impact the sustainability of both businesses and individuals. The webinar "Smart Tax and Smart Talent: Tax Equalization in the Digital Era" was held as an educational forum for students, academics, practitioners, and the general public to understand the transformation of taxation in the digital era. Through this activity, participants are expected to gain insight into technology-based tax management strategies and develop their readiness as intelligent talents capable of contributing to the national digital economy system.

Hospitals are a crucial sector in a country due to their functions encompassing various aspects of healthcare provision. Factors supporting smooth operations and quality healthcare services in hospitals include human resources, facilities and infrastructure, health information systems, financial management, good customer service, security, occupational health, and other supporting factors. This study aims to determine the effect of compensation, work environment, and work stress on employee work productivity at Bhayangkara Level II Hospital in Kediri City. The research method used is a quantitative approach with multiple linear regression analysis techniques. The sample in this study amounted to 40 respondents who were employees of Bhayangkara Level II Hospital in Kediri City. The results of the analysis show that partially compensation, work environment, and work stress have a positive and significant effect on employee work productivity. Compensation has a calculated t value of 2.500 with a significance of 0.015, work environment is 6.170 with a significance of <0.001, and work stress is 5.305 with a significance of <0.001. Simultaneously, these three variables also have a significant effect on work productivity with a calculated F value of 35.438 and a significance of <0.001. Based on these findings, it is recommended that the hospital management continue to evaluate the compensation system, create a conducive work environment, and manage employee work stress through training and counseling facilities. Further research is expected to add other variables such as internal communication, job satisfaction, and career development to obtain more comprehensive results.

The rapid development of information technology and increasing global competition require companies to continuously improve human resource performance. One effort that can be done is by paying attention to the workload received by employees and the compensation system provided. The background of this study is based on the declining trend of employee performance in the last three years, which indicates that performance is not yet fully optimal. This study uses a descriptive quantitative approach. Data were obtained by distributing questionnaires to 50 respondents working in various divisions. The data analysis technique used multiple linear regression with the help of SPSS version 25. The results of the study indicate that workload and compensation simultaneously have a significant effect on employee performance, with a coefficient of determination (R²) of 59.5%. The results show that: 1). Workload has a negative and significant effect on Employee Performance, 2). Compensation has a positive and significant effect on Employee Performance. These findings indicate that employee performance can be improved through a balanced distribution of workload and the provision of appropriate and fair compensation. The implications of this study provide a basis for companies in developing more effective human resource management strategies oriented towards improving performance.

This study aims to determine the effect of work discipline and compensation on employee job satisfaction at the Bureau of Organization and Human Resources of the Ministry of Agriculture. This research is motivated by the importance of proper work discipline and compensation in increasing employee job satisfaction. The method used in this research is quantitative method with descriptive approach. The data collection technique was carried out through distributing questionnaires to 85 respondents who were employees of the agency. The data analysis technique uses validity, reliability, multiple linear regression, t test, f test, and the coefficient of determination. The results of this study obtained using the t test that work discipline partially has a positive and significant effect on employee job satisfaction with a significance result of 0.000 <0.05 and the t test results show Tcount 3.656> Ttable 1.989. Compensation partially has a positive and significant effect on employee job satisfaction with a significance result of 0.000 < 0.05 and the t test results show Tcount 7.066 > Ttable 1.989. Work discipline and compensation simultaneously have a positive and significant effect on employee job satisfaction with a significance result of 0.000 < 0.05 and the f test results show Fcount of 62.960> Ftable 3.11. The coefficient of determination test found that the two independent variables had an effect of 60.6% on employee job satisfaction.

This study aims to examine the effect of compensation and leadership style on employee performance at the Gama Karanganyar cigarette company. A sample of 71 respondents was selected using the purposive sampling method, and data were collected through a questionnaire. Data analysis was carried out using multiple linear regression using SPSS, as well as through validity, reliability, classical assumptions, F tests, t tests, and coefficients of determination. The results of the study indicate that compensation and leadership style partially and simultaneously have a positive and significant effect on employee performance.

Based on the results of interviews with HRD BW Luxury Hotel Jambi, it is stated that there are still employees who are often late for work every month. As many as 27% of employees have less than 1 year of service, indicating a high employee turnover rate. In addition, there is no compensation system provided to employees. The employee turnover rate also reached 13%, this became the focus of my research on the influence of work environment and compensation on employee loyalty at BW Luxury Hotel Jambi. Information collection was carried out through distributing questionnaires that had proven their validity and reliability to 90 respondents selected using the total sampling technique. This research is a quantitative descriptive study that uses the clausal associative method. Data analysis was carried out using multiple linear regression tests with the help of SPSS software. The results showed that: work environment variables were in the sufficient category with a percentage of 34.4%, compensation variables were categorised as sufficient with a percentage of 36.6%, and work environment variables were categorised as good with a percentage of 42.2%. The R Square value obtained is 0.325 with a sig level. 0.00 <0.05, then the effect of work environment variables and compensation variables on loyalty is 32.5% and the rest is influenced by other factors.

This study aims to explore the meaning of hospitality as experienced by front office employees of five-star hotels in South Kuta, Bali, using a phenomenological approach. As the frontline in guest interactions, the subjective experience of employees significantly influences service quality, guest satisfaction, and the hotel's image. Data collection was carried out through semi-structured interviews with 18 informants, observation, and internal documentation. Data analysis followed a descriptive phenomenological procedure to produce rich contextual descriptions. The findings indicate that hospitality for front office employees is complex and influenced by both internal and external factors, including professional identity, emotional labor, and the quality of interpersonal relations with guests. Although existing theoretical frameworks are relevant, there are gaps between theory and practice in stress management and the effectiveness of compensation. Recommendations include the development of emotional training programs, non-financial rewards, and employee involvement in job redesign and retention strategies based on competence development. These strategies are expected to improve job satisfaction, service quality, and guest loyalty.

This study aims to find out whether the influence of leadership style, work motivation, and the provision of work compensation on efforts to increase employee loyalty of the Special Region of Yogyakarta (DIY) Post Office. The type of research used in this study is a quantitative research approach. The research conducted sampling at the Special Region Post Office of Yogyakarta. The sampling technique is using the Nonprobability Sampling technique with a saturated sampling approach. The sample used was 56 respondents. The data collection method used a questionnaire that had been tested for validity, reliability, classical assumption test, multiple linear analysis, hypothesis test and determinism coefficient. The data was analyzed using SPSS version 25. The results of the study showed that partially the variables of leadership style had a positive and insignificant effect on the variables of employee loyalty, partially the variables of work motivation had a positive and insignificant effect on employee loyalty, and partially the work compensation had a positive and significant effect on employee loyalty. At the same time, it was shown that the variables of leadership style, work motivation, and work compensation had a positive and significant effect on the loyalty variables of employees of the Special Region of Yogyakarta Post Office.